چکیده:
خشنودی شغلی شامل احساسها و نگرشهای مثبت و منفی است که هر شاغلی نسبت به شغل خود دارد. به نظر میرسد که این سازه با تغییرعواطف فرد در طول زمان، ناشی از عوامل شناختی و انگیزشی دستخوش تغییر میشود. بنابراین این پژوهش با یک طرح طولی به دنبال بررسی تاثیر عاطفه مثبت در ایجاد خشنودی شغلی با توجه به واسطههای شناختی (ادراک توازن تلاش- پاداش و راهبردهای شناختی تنظیم عواطف) و انگیزشی (راهبردهای کنترلی اشتیاق به هدف) بود. نمونه پژوهش ۷۲۶ نفر از کارکنان شرکت پخش فرآوردههای نفتی اصفهان و پالایشگاه نفت اصفهان بودند که بهصورت تصادفی ساده انتخابشده و به ابزارهای پژوهش سه بار در فاصله دو سال پاسخ دادند. برای تحلیل دادهها از روش معادلات ساختاری حاشیهای استفاده شد. نتایج نشان داد که خشنودی شغلی در زمان ۳، توسط توازن تلاش پاداش و راهبردهای شناختی تنظیم عواطف مثبت و در زمان ۴ توسط توازن تلاش-پاداش، راهبردهای شناختی تنظیم عواطف مثبت و راهبردهای کنترلی اشتیاق به هدف تعیین میشود. در همه زمانها فرایندهای شناختی و انگیزشی با ایجاد عاطفه مثبت منجر به ایجاد خشنودی شغلی میشوند. بر اساس نتایج توصیه گردید که سازمانها و مدیران بر جنبههای شناختی و انگیزشی شاغل، هر دو برای ایجاد خشنودی شغلی تمرکز کنند. یعنی برای ایجاد توازن بین تلاشهای کارکنان و پاداش ارائهشده به آنان تلاش کنند و راهبردهای شناختی تنظیم عاطفه
مثبت و راهبردهای کنترلی را به کارکنان آموزش دهند
Objectives: Job satisfaction includes the positive and negative feelings and attitudes that each employee has about his/her job. It seems that this structure is being changed during the time by changing the worker emotions caused by cognitive and motivational factors. So, this longitudinal study sought to examine the effect of positive affect on creating job satisfaction according to cognitive (effort-reward balance and cognitive emotion regulation strategies) and motivational (goal-engagement control strategies) mediators. In the current paper a life span theory of control and effect events theory and effort-reward balance theory was integrated to investigate the effect of job design, effort-reward balance on job satisfaction via two approaches namely cognitive regulation and compensatory and secondary control mechanisms. Method: The research sample consisted of 726 employees of Isfahan Oil Refining and Distribution Company and Isfahan Oil Refinery that were randomly selected and responded to research tools three times in two years. Marginal structural equation method was used to analyze the data. The formal theory of counterfactual causal inference was used for casual inferences that extended Neyman-Rubin Holland point treatment theory contains time-varying treatments, outcomes, and concomitants. The effort-reward balance and cognitive emotion regulations were considered counterfactual treatments that influence job satisfaction. The G-FORMULA software was used to implements the parametric g-formula to estimate the mean of an outcome under hypothetical treatment strategies sustained over time from longitudinal data with time-varying treatments and confounders. The difference between the marginal structural model and the median analysis in longitudinal research is that in the latter case the research findings are collected in three waves three times, while in the analysis of this research the time intervals 2 and 3 of the mediating and dependent variables are collected. This approach is closer to the concept of causality because data has been collected over time, which is equivalent to their role in mediation, and the research design helps to validate the theory. Results: The results showed that job satisfaction is determined, at time 3, by effort-reward balance and positive cognitive emotion regulation strategies, and at time 4, by effort-reward balance, positive cognitive emotion regulation strategies, and goal-engagement control strategies. The main strength of the marginal structural model is in predicting job satisfaction in the assumed future that can generalize in the future overall. Discussion: Based on the results, it was recommended that organizations and managers focus on both cognitive and motivational aspects to create job satisfaction. That is, to strive for a balance between the efforts of the employees and the rewards offered to them and to teach employees positive cognitive emotion regulation strategies, and goal-engagement control strategies. One of the main strengths of the model was to use both robust theory and longitudinal data to show intermediate variable nature. The focus of the paper was also pedagogic to show that fit indexes weren’t enough to infer mediation. Comparing the results with the data collected in a time-lapse article shows how it was not possible to make decisions about the causal model in that case.